Professional Documents
Culture Documents
EMPLOYEE TRAINING
Job Requirements
Technological changes
Organizational viability
Internal mobility
Importance of training
Higher productivity
Cost reduction
Low employee turnover
Better organizational climate
Reduce accidents
High morale
Better satisfaction
Personal growth
Types of Training
Orientation Training
Job Training
Safety training
Promotional training
Refresher training
Remedial Training
A Systematic Approach to
Training
Identify Training Needs
Present Job Desired
Performance Gap Performance
Individual Organizational
Development Development
Plans Plans
Organizational Effectiveness
HRD in Indian Industry
Private Sectors
L&T
Asian Paints
Voltas etc
Public Sectors
BHEL
SBI
Indian Oil etc
Career Planning
and
Manpower Planning
Career Planning
and
Succession Planning
Succession Planning
Career Goal
Career Path
Career Progression
Career Counseling
Mentoring
Objectives of Career Planning
To attract and retain right type of persons in
the organization
To map out careers of employees suitable to
their abilities and willingness
To provide guidance and encouraging
employees to fulfill their potentials
To achieve higher productivity and
organizational development
Process of Career Planning
Identifying individual needs and aspiration
Career Opportunities
Need-Opportunity Alignment
Individualized Techniques
Performance Appraisal
MBO
Career Counseling
Communicating standards
Measuring Performance
Discussing Results
Traditional Methods
Modern Methods
Traditional Methods
Confidential Report
Free form of Essay
Straight Ranking
Paired Comparison
Forced Distribution
Graphic Rating scales
Checklist Method
Critical Incidents
Group Appraisal
Field Review
Modern Methods
Assessment centers
Human Resource Accounting
Behaviorally Anchored Rating Scales (BARS)
Appraisal through MBO
360 Degree Appraisal
Behaviorally Anchored Rating
Scales (BARS)
Steps involving in BARS Technique-
Superior
Subordinate
Job Change
Seniority Bases
Merit Bases
Seniority-cum-Merit Bases
Demotion
Resignation
Retirement
Layoff
Retrenchment
Dismissal
Retirement
Compulsory Retirement
Premature Retirement
Voluntary retirement
Outplacement
ACCESSION/ SEPERATION/
ADDITION TERMINATION
VOLUNTARY INVOLUNTARY
MEASUREMENT OF LABOR TURNOVER
LABOR TURNOVER
AVOIDABLE UNAVOIDABLE
• INCOMPETENCE •SICKNESS
• LAZINESS •ACCIDENTS
• DESIRE FOR A
JOB NEAR BY HOME
EMPLOYER ORIENTED CAUSES
AVOIDABLE UNAVOIDABLE
•POOR MANPOWER
PLANNING
•LACK OF PROMOTION
POLICY •STAGNATIONS
•UNFAIR
SUPERVISION
Effects of Labor Turnover
Cost to Employer
Cost to Employees
Compensation Management
Compensation Management
T= Time taken
S= Standard Time
R= Rate of Wage
P= Bounce(50%)
Rowan Plan
[
Total Wages (W) = T x R+ T x R x Time saved
Standard Time
]
Emerson Efficiency Plan
Job
Significance,
challenges Involvement
Job satisfaction
Low absenteeism Productivity
Low turnover
Personality Traits
Sense of
Competence
Need Patterns
Work ethic
Measurement of QWL
Job involvement
Job Satisfaction
Sense of competence
Job performance
productivity
Dimensions of QWL
Adequate and fair compensation
Safe and Health working conditions
Opportunity to use and develop human capacities
Opportunity for career growth
Social integration in work force
Constitutionalisation in the work organization
Work and personal life
Social relevance of works.
Principles of QWL